Strategic Training and Development

People are the most important resource for today′s organizations. Organizations must invest in their employees to sustain a competitive advantage and achieve their strategic objectives. Strategic Training and Development translates theory and research into best practices for improving employee knowledge, skills, and behaviors in the workplace. Authors Robyn A. Berkley and David M. Kaplan take a holistic and experiential approach, providing ample practice opportunities for students. A strong focus on technology, ethics, legal issues, diversity and inclusion, and succession helps prepare students to succeed in today’s business environment.

Table of Contents:
Preface Acknowledgments About the Authors Introduction to Training and Development Introduction The Instructional Systems Design Model Training and Development Career Issues Conclusion Key Terms End-of-Chapter Exercises CHAPTER 1 • Training and Development Strategy Learning Objectives Internal Environment Company Strategy External Environment Ethics and Training Strategy Global Issues in Training Strategy Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 2 • Legal Issues in Training and Development Learning Objectives Jurisdiction and Ethics Equal Employment Opportunity Liability and the Provision of Training Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 3 • Needs Analysis Learning Objectives Organization Level Job Level Person Level Results of a Needs Analysis Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 4 • Learning Theories Learning Objectives Bloom’s Taxonomy: What People Learn Learning Theories Pedagogy, Andragogy, and Heutagogy Learning Styles Are There Generational Differences in Learning? Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 5 • Training Evaluation: Reaction and Learning Learning Objectives Training Strategy for Evaluation Developing Learning Objectives Training Design for Evaluation Reliability and Validity of Training Measures Kirkpatrick’s Model for Training Effectiveness Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 6 • Training Evaluation: Transfer and Results Learning Objectives Transferring Learning to Behavior Kirkpatrick’s Model for Training Effectiveness Transfer of Training Training Evaluation Analysis Training Budgets Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 7 • Learning Methods Learning Objectives Traditional Methods Experiential Methods Choosing a Method Instructional Aids Asking Questions Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 8 • Delivery Options for Face-to-Face Training Learning Objectives Instructional Settings Factors Influencing Selection of Instructional Settings On-the-Job Training (OJT) Workshops, Speakers/Courses, Conferences, and Corporate Universities Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 9 • Technology-Mediated Training and Development Learning Objectives Technology-Facilitated Learning Communicating Virtually Human Resource Information Systems (HRIS) Online Instruction Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 10 • Careers and Succession Learning Objectives Career Theories Career Stages Career Paths Traditional, Protean, and Boundaryless Careers Career Anchors Succession Planning Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 11 • Employee Development Learning Objectives Strategic Importance of Development Learning Agility Employee Development Leadership Development Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 12 • Practical Skills for Training and Development Learning Objectives Communication Style Listening Feedback Conflict Resolution Self-Awareness Chapter Summary Key Terms End-of-Chapter Questions and Exercises CHAPTER 13 • Training for Differences: Understanding Culture and Diversity Learning Objectives How People, Organizations, and the Global Context Differ Macro-Level Differences: National Culture and Global Competency Organization-Level Differences: Company Culture Onboarding to Train for Organizational Culture Micro-Level Differences: Individual Differences and Diversity Training Applying Practical T&D Skills to Diversity Training Ethics and Training Diverse Others Chapter Summary Key Terms End-of-Chapter Questions and Exercises Appendix A: Semester-Long Project Appendix B: External Partnerships Appendix C: Managing a Training Session Glossary Notes Index

About the Author :
Robyn Berkley is an Associate Professor of Management at Southern Illinois University Edwardsville (SIUE). She has been at SIUE since 2006. Before that she worked at Rensselaer Polytechnic Institute and Pace University. Robyn received her Ph.D. in Business from the University of Wisconsin-Madison (2001) where she focused on Human Resource Management, with minors in Organization Theory and Sociology. She received her MBA at Pace University (1993), and her BS in Biology from Marquette University (1986). Robyn′s area of research focuses on diversity-related topics. More specifically, she has researched in the areas of sexual harassment, concealable stigmas, and business ethics. She has published in Human Resource Management Review, MISQ-Executive, Human Resource Management, Employee Responsibilities and Rights Journal, Journal of Business Ethics, and the National Women′s Studies Association Journal. She has been a member of the Academy of Management since 1993 and calls the Gender and Diversity in Organizations Division home. Along with the Academy of Management, she is a member of SHRM, ATD, and has been certified as a Senior Professional in Human Resource (SPHR) by the Human Resource Certification Institute. At SIUE, Robyn teaches courses in Human Resource Management at both the undergraduate and graduate level, Decision Making for graduate students, as well as ethics at both the undergraduate and graduate level.